CHAPTER – I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Employer and employee relations refer to the communication that takes place between
representatives of employees and employers. Much of the employee relations involve employees
and employers working together. Managing these relationships is vital to business success, as
strong relationships can lead to greater employee happiness and even increased productivity.
Every individual shares a certain relationship with his/her colleagues at the workplace. The
relationship is warm, so-so or bad. The relationship can be between anyone in the organization –
between coworkers, between an employee and his superior, between two members in the
management and so on. It is important that the employees share a healthy relationship with each
other to deliver their best performances.
Employee-employer relationship is an unwritten mutual contract between the employer
and employee. Here Managers act as an agent of employers having authority to take decision and
employees have to follow it. Both Employee employer relations and employee relationships were
considered as an important factor for the organization's internal relationship management.

DEFINING THE EMPLOYER/EMPLOYEE RELATIONSHIP

“Employer and Employees” are the two wheels of the engine of the organization, a good
and healthy relationship between these two wheels will only take the organization forward.”
The person in the general employ of another can be transferred to another employer and
become the employee of the second employer. Whether or not the transferred employee becomes
the employee of the second employer depend whether the first employer passes to the second
employer not only the right to control the employee's work, but also their manner of performing
it.

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1.2 PROBLEM OF STATEMENT

The attitude of an employee at work relates to the quality of service offered to works.
Attitude has significant effect on the behavior and performance of a person at work. They reflect
a person’s likes and dislikes towards their duties, activities and their working environment.
According to (Arimie, 2019) they also determine the relationship that is likely to be formed in
the process of delivering service, the satisfaction or dissatisfaction of the customer to whom the
service is offered and the general performance of the organization financially. Business can also
be positively or negatively affected by employees’ attitudes (Farouk, 2014). According to Since
attitudes affect employee’s work, it makes the interest to study and know about attitudes and
their effects on the organization.
In Kenya research related to employee’s attitude has been done. (Wanjiku, 2013)
conducted a research on the employee factors and perceived service quality in hotel industry, she
found out that employees factors affect service quality and that low job satisfaction, slow career
advancement and unfavorable working conditions were the major factors influencing employees
turnover which interfered with the internalization of standards by the employees resulting to
lower quality of service and reduced customers satisfaction thus making an establishment less
competitive. Besides that, the behavior and attitude of employees and the management were
found to play an important role in employee’s turnover. Job dissatisfaction is one of the aspects
that affect the performance of good performing organizations in the competitive business
environment. Poor relations between the employer and employees among organizations
operating in the globally and locally markets has become the challenge (Kanana, 2016).
There have been many causes of conflict between employers and employees in the
business world. Many of them are poor policies formulated by the management, deaf ears to
employees complains, poor communication, unfaithful employees, fraudulent employees and
disobedience. According to Karanja (2011) it is important for the organization to value the
relationship that exists between the employees’ and the employees as for as productivity and
improved customer relationship is concerned. The researcher also mentioned that poor
relationship between the employee and their employer results in reduction in productivity and
increased employees’ turnover rate. According to (Sepulaand & Shirandula, 2017) found out that
management and employees’ commitment are prerequisite to successful service quality this is
because satisfied employees are more committed to delivering quality service. According to

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organizational commitment is important in measuring employees’ attitude in the organization
and this tends to vary with the organization’s climate.

Therefore, the aim of this study is to examine employer-employee relationship and its
impact on employees’ attitude and organizational effectiveness. The researcher also adds that
employers who encourage their employees to take part in decision making can help the employee
to cultivate a positive attitude because the employee feel recognized, heard and also satisfied
with their work. Therefore, the aim of this research is to examine employer-employee
relationship and its impact on employee’s attitude and organizational effectiveness.

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1.3 COMPANY PROFILE

BUSINESS AND DEVELOPMENT

Businesses today are striving to survive in the much-cluttered competitive digital space.
The ever-changing customer preferences and market structures add to the stagnation of small and
medium businesses. Our expert panel aims at helping these businesses penetrate the mainstream
market and help them grow their profits by leaps and bounds.
Our business growth and transformation services solely focus on revamping their
business strategies after neck-deep research about the market structure and the likes of their
target audience. We have industry experts who take up each project based on their expertise and
utilize their knowledge and years of experience to help create a sustainable and skyrocketing
business.

PEOPLE AND CULTURE

A mismanaged and unhappy workforce can lead a business towards destruction. Even
with impeccable talent onboard, companies fail to create a long-lasting profitable business,
simply because people do not stick to them for long Losing skilled employees not only
deteriorates your services but also negatively affects your brand image.
Ma Foi Management consultants have HR experts help you set up employee-friendly
policies and strategies that motivate your workforce to stay with the organization and give in
their best. With an encouraging and attractive work culture, you create a positive ambience for
each of your employees and hence, set the stage for the betterment of your business. Our
leadership program focuses on cultivating the right managerial mindset in each of the employees
and gives them a sense of ownership towards the organization.

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LEGAL AND COMPLIANCE SERVICE
Legal and compliance literacy is most important to run a business. Not having enough
awareness about the same is the most common reason why many businesses end up in a legal
crisis that could have been avoided. This disrupts the business and also tarnishes the brand image
among the stakeholders.
Our team of legal and compliance experts helps businesses like these with the rightful
resources and guidance that keep all the unwanted complications at bay. We ensure that our
experts give out advice that suits the nature of your business. Our legal and compliance services
free up your business from routine legal and compliance matters while you drive your business
forward without any legal roadblocks and unwanted compliance challenges.

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1.4 PRODUCT PROFILE:
Ma-Foi is one of the leading business consulting company, offering management
consulting services at affordable costs for small and medium management enterprises. We have
accomplished more than 400+ projects across countries. Contact us for your consulting needs.
With Ma Foi, the founders gained a service spectrum that extended beyond recruitment
especially in strategic consultancy; and on 5 April 2012, they announced that brand Ma Foi
would exit from HR consulting services with the launch of a new venture focusing on
management consulting and education space - Ma Foi Strategic Consultants Pvt. Ltd. The
venture will have investments of over INR 25 crore in the first three years. The new company got
into an agreement with Randstad for using the brand Ma Foi for three years. Eventually, the
brand would be bought over, depending on the legal approvals.
The company would set up two business management schools by 2013 end in Chennai
and Madurai. The eventual plan is to start a chain of management schools on a franchisee model.

Organization and operations

It is headquartered in Chennai, and employs over 50 employees. It is currently planning
to acquire three to four companies and will open eight offices across the country

Marketing and branding

Ma Foi marketing campaigns have the slogan "From Managing People to Knowledge".

Services
The company is in three verticals,

 Management consulting
 Research : Research and analytical organization
 Education : management education and professional development

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1.5 INDUSTRY PROFILE

Ma Foi was founded by entrepreneurs Mr. K. Pandiarajan and Mrs. Hemalatha Rajan in
the year 1992 as a recruiting company. In about 20 years, Ma Foi has transformed into a full-
fledged business consulting house. Ma Foi has accomplished more than 400 projects, serving
clients across countries.
It is headquartered in Chennai, and employs over 50 employees. It is currently planning
to acquire three to four companies and will open eight offices across the country. Ma Foi’s
business consulting company has a rich history of helping small and medium businesses pick up
momentum with the right business strategies. Established in 1992 as a recruiting company, Ma
Foi expanded its services to help businesses across the globe with its pool of experts and
business transformation wizards.a Foi marketing campaigns have the slogan "From Managing
People to Knowledge".
We work in partnership with our clients towards achieving the common business goal.
Therefore, we have a pool of experts who have years of experience in helping businesses get
steady from scratch. Over the years, we have had clients from various business verticals across
the globe. Our impeccable services have made us one of the best business management
consulting firms in India.
Branding of Ma Foi : 1992 - 2012The inception of the brand 'Ma Foi' (pronounced "Ma
Fwa") was in 1992 as "Ma Foi Management Consultants Ltd", a Chennai based HR service
provider founded by K. Pandiarajan to tap into opportunities arising out of the 1991 economic
liberalization policies in India.
On choosing the French name, the founder commented in an interview - "We were targeting the
international market. So, Ma Foi -- or My Word -- symbolized what we wanted to say and do."
In 2004, Vedior NV, a Dutch head hunting firm acquired a majority stake in Ma Foi
Management Consultants, to develop its business in South-East Asia and West Asia. Three years
later, Randstad Holding NV acquired the operations of Ma Foi, through its December 2007
US$5.14 billion acquisition of Vedior . In April 2012, "Randstad India" replaced Ma Foi, which
by then had become a brand in the professional recruitment space.

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1.6 OBJECTIVE OF THE STUDY
`Primary objectives:
 To study on “Employer and employee relationship Management” at Ma-foi
foundation

Secondary objective:
 To study the relationship among the employees in the organization
 To study the satisfaction level of the employees in the organization
 To measures the communication level between employees and the employers
relationship
 To critically study and analyze the participation of employees in suggestion
programs.

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1.7NEED OF THE STUDY:
 To facilitate two way communication of employee and employer.
 To study about an individual’s relationship is with their employer and relate to
their contract of employment and condition of work.
 To study employee-employer relations that takes place at two main level:
I. Individual relationship
II. Collective relationship

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1.8 SCOPE OF THE STUDY
 To know how effectively the employees achieve the individual goal as well the
organization goal.
 To identify the employees involvement in the work.
 To find a good relationship among its employees.
 To identify the employees involvement in the week.

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1.9 RESEARCH METHODOLOGY

Research is defined as careful consideration of study regarding a particular concern or

problem using scientific methods.

According to the American sociologist Earl Robert Babbie Defines, “research is a

systematic inquiry to describe, explain, predict, and control the observed phenomenon. It
involves inductive and deductive methods.”

Methodology it is a set of systems, methods, procedures or rules that is used to conduct a

structured research process for a thesis or dissertation. The main purpose of the methodology is
to be able to come up with an original and significant outcome that will contribute towards the
field of your research.

RESEARCH STUDY

This study utilized the descriptive and Simple Random sampling method for the research
work. The general intent of this descriptive study was threefold. Relatively, the method is
appropriate to this study since it aims to describe the present retention practices followed in the
Ma-foi foundation.
The technique that was used under descriptive method is the normative survey approach
and evaluation, which is commonly used to explore opinions according to respondents that can
represent a whole population. Specifically, two types of direct-data survey are included in this
study. These are questionnaire survey and interviews. The direct-data type of survey is a reliable
source of first-hand information because the researcher directly interact with the participants.
The purpose of employing the descriptive method is to describe the nature of a condition,
as it takes place during the time of the study and to explore the cause or causes of a particular
condition. The researcher opted to use this kind of research considering the desire to acquire first
hand data from the respondents so as to formulate rational and sound conclusions and
recommendations for the study. Since this study is focused on the perception of employee’s
towards retention practices followed in a Ma-foi foundation.

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1.9.1. RESEARCH PROBLEM:
It’s a clear and definite statement or expression about your chosen area of concern, a
Difficulty to eliminate, a condition to improve, troubling problem that exists in theory,
Literature, and practice. A research problem indicates a need for its meaningful investigation.
It doesn’t state how to do something and a researcher shouldn’t present a value question or
Offer a broad research proposal. The extent to which the research area will be explored in the
Work and specifies the parameters within the study will be operating.

1.9.2 DATA COLLECTION

Data collection is done with a purpose of gathering information about the topic being
studied by the researcher. It is a process of finding appropriate sources of information and
compiling the information to reach a particular solution. It helps the managers in recording,
analyzing and making decisions regarding significant issues.

PRIMARY DATA:

The data which is directly collected by the researcher and was not available before is
called primary data. The sources of primary data are very useful in finding the real facts about
the incidents or events. It includes the personal observation of the researcher and respondent.
Primary data are the freshly collected data that provide information about a particular problem.

FOLLOWING ARE FEW WAYS IN WHICH PRIMARY DATA CAN BE

COLLECTED:

Questionnaires: I used questionnaire as a tool to collect the responses.

SECONDARY DATA:

The secondary data are an integral part of any research study or a research report as it
provides information on key variables, which pay major part in the actual research the data
cannot be obtained in person within a short span of project life.

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THE SOURCES OF SECONDARY DATA COLLECTED INCLUDE THE
FOLLOWING:

 The internet, which is a source of information for any issue.

 Various business journals, magazines and newspapers.
 It is collected from books, Articles and other sources.

1.9.3 RESEARCH DESIGN

A research design is the specification of methods and procedures for acquiring the
information needed. It is the over-all operational pattern or framework of the project that
stipulates what information is to be collected from which sources by what procedures. Research
design based on the descriptive research technique employing the survey method and analysis is
made on this primary and secondary data collected for this project study.

Type of Research design

Descriptive research design is used for this study. It is to describe the characteristics of
a phenomenon. It is the study that designed to depict the population in much more accurate way.
It attempts to describe, explain and interpret the conditions in much detailed approach. It
examines a phenomenon that is occurring at a specific place and at specific time.

The objective of the descriptive design is to answer the ‘who’, ‘what’, and ‘how’ of the
subject under investigation. Descriptive research is well structured. Primary data is chosen for
data analysis and there is no secondary data taken for research analysis.

1.9.4 SAMPLING DESIGN:

A process used in statistical analysis in which a predetermined number of observations
will
Be take from a larger population. The methodology used to sample from a larger population Will
depend on the type of analysis being performed, in convenient sampling.

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1.9.5 SAMPLING SIZE:
The sample size of respondents are 110 has been taken for the purpose of the project.

1.9.6 TOOLS USED FOR ANALYSIS

 Percentage analysis
 Cross tabulation
 ANOVA
 Factor Analysis
 Chi-Square
 Correlation

Percentage Analysis:

Percentage method refers to a specified kind which is used in making comparison

between two or more series of data. Percentages are based on descriptive relationship.
It compares the relative items. Since, the percentage reduced everything to a common
base and there by allow meaningful comparison to be made.

Percentage =Number of respondents/ Total number of respondents*100

Cross tabulation:

A cross tabulation is a joint frequency distribution of cases based on two or more

categorical variables. Crosstabs is an SPSS procedure that cross-tabulates two variables, thus
displaying their relationship in tabular form. In contrast to Frequencies, which summarizes
information about one variable, Crosstabs generates information about bivariate relationships.

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ANOVA:

Analysis of variance (ANOVA) is an analysis tool used in statistics that splits an

observed aggregate variability found inside a data set into two parts: systematic factors and
random factors

Analysis of variance (ANOVA) is a statistical analysis tool that separates the total
variability found within a data set into two components: random and systematic factors. The
random

Factors do not have any statistical influence on the given data set, while the systematic
factors do. The ANOVA test is used to determine the impact independent variables have on the
dependent variable in a regression analysis. The one-way analysis of variance (ANOVA) is used
to determine whether there are any significant differences between the means of two or more
independent (unrelated) groups.

Chi-square:

 The chi-square test for independence, also called Pearson's chi-square test

A chi-square test is a statistical test used to compare observed results with expected
results. The purpose of this test is to determine if a difference between observed data and
expected data is due to chance, or if it is due to a relationship between the variables you are
studying.

Correlation analysis:

A correlation is a number between -1 and +1 that indicates to what extent 2 quantitative

variables are linearly related.

Correlation analysis in research is a statistical method used to measure the strength of the
linear relationship between two variables and compute their association. Simply put - correlation
analysis calculates the level of change in one variable due to the change in the other.

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1.9.7. AREA OF SURVEY:
The research is conducted at in ma-foi foundation.

1.9.8. PACKAGES:
There are some packages used in the research.
 Microsoft Office 2010
 SPSS 19.0

1.9.9. LIMITATIONS OF THE STUDY:

 The study conducted with 110 respondents, some respondents hesitated to give the Actual
information; they feared that the management would take some unwanted action against
them.
 Some of the respondents were not very clear with the answer and were ambiguous. Only
a limited size of sample was collected due to the shortage of time period and hence
generalization could not be made accurately.
 From the study, 100% accuracy cannot be given regarding the reliability and authenticity
of the information obtained from both primary and secondary.
Analysis and interpretation, findings and suggestions are made with the availability of
time,
Data and samples

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1.9.10. CHAPTER SCHEME:

Chapter1: Introduction, Statement of the problem, company profile, industry profile, product
profile, Need for the study, scope of the study, objectives, research methodology and it includes
research problem, sources of data, research design, sampling design, tools and techniques,
limitations, Chapterization
Chapter2: Theoretical background and literature review.
Chapter3: Data analysis, statistical test and interpretation.
Chapter4: Findings and suggestions, conclusions.

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 CHAPTER ІІ

THEROTICAL BACKGROUND

2.1 THEORETICAL BACKGROUND

The term of employee relationship refers to a company's efforts to manage relationships
between employers and employees.
An organization with a good employee relations program provides fair and consistent
treatment to all employees so they will be committed to their jobs and loyal to the company.
Such programs also aim to prevent and resolve problems arising from situations at work.
Employee relations programs are typically part of a human resource strategy designed to
ensure the most effective use of people to accomplish the organization's mission. Human
resource strategies are deliberate plans companies use to help them gain and maintain a
competitive edge in the marketplace. Employee relations programs focus on issues affecting
employees, such as pay and benefits, supporting work-life balance, and safe working conditions.
Employee Relations Unit serves as the equality aim of the Agency by establishing and
maintaining a fair and impartial labor relations program. The Unit is responsible for conducting
inquiries into grievances filed by staff.
In conjunction with maintaining and tracking workplace injuries, Employer/Employee
Relations coordinates and monitors personnel health care coverage,
Retirement benefits, and personnel transactions. Employment Exchanges (Compulsory
Notification of Vacancies) Any person who is employed in an establishment to do any work for
remuneration Employee's Provident Fund and Miscellaneous Provisions.
Defining the Employer/Employee Relationship
Initially, 35 states use the common-law method of defining the employer/employee
relationship. Some of the factors that courts have used to determine this relationship are as

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follows: The person in the general employ of another can be transferred to another employer and
become the employee of the second employer. Whether or not the transferred employee becomes
the employee of the second employer depends on whether the first employer passes to the second
employer not only the right to control the employee's work, but also their manner of performing
it. It is enough to establish the employer/employee relationship if the employer has the right to
control the employee's manner of performance of work regardless of whether the right is ever
exercised. Facts which indicate that an employee remains in the original employer's service
include the following.
 The original employer's right to select the employee to be loaned and to discharge that
person at any time and send another person in his place.
 The loaned employee's possession of a skill or special training required by the work for
the second employer and employment at a daily or hourly rate for no definite period.
As can be seen by these factors, the common-law test for an employer/employee relationship
is one of balance. A court looks at all of the factors as established by the facts of the case and
then makes a value judgment as to whether or not an employer/employee relationship exists.
Consider this example: Acme Company hires an employee from Beta Temporary Employer
Service. The Acme Company supervises the employee and directs his daily work. Further, Acme
has the right to send.

Employee relations cover the following issues:

 Development, negotiation and application of formal systems of rules and procedures for
collective bargaining, handling disputes and grievances, and regulating employment.
 Concerned with the formal and informal processes, which take the form of continuous
interactions between managers and shop stewards, trade unions etc.
 The bargaining structures, recognition of trade unions and procedural agreements and
practices, i.e. the collective relations between employers and trade unions.

Importance of employee relations

 Improves cooperation between employers and employees

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  Minimize unnecessary conflict
 Enable employees to play a part in decision making
 Keep employees informed of decisions that concern them

Employee perception of the existing relationship

How employees and employers relate is of special importance in the business. We
can never talk of the relationship without any of them. It is this relationship that forms the
basis of business. It is important that this relationship is kept healthy for smooth running
of business. In this study, for instance, many respondents strongly agreed that they were
happy at their places of work. This implies that there is a good working relationship
between them and their employers.
However, when an employee feels uncomfortable because of a sour relationship
with his/her employer, this affects their attitude and equally their productivity. In the
event where an employer dismisses employees concerns, disregards their ideas and
contributions, formulates unhealthy rules and polices, the employee feels unfairly treated,
and this lowers down their moral for the job. According to (2011) employer-employee
relationship is important because he employer relies on the employee to accomplish given
functions for the business to run smoothly.
Inversely, the employee depends on the employer for financial compensation and
other benefits for the work done. The success of the business as a whole is a function of
this relationship. When there is conflict between employer and the employee things do
not work normal if it is the employer feeling that the employee is at fault it may lead to
disciplinary action from the employer which in turn the employee may not feel
comfortable with them. It could end up in a situation where the employer finally
dismisses the employee of the employee gets tired and quits on their own.
On the other hand, if it is the employee feeling that the employer is at fault it may
lead to reluctance on the side of the employee and slow working spirit especially when
they feel that the employer is not doing enough to provide a good relationship. This may
result to a go-slow on the part of the employees and consequently affect productivity of
the organization. In this case as well the employee might finally quit due to continued bad

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 relationship with the employer. It is seen that a bad employee-employer relationship leads
to increased employee turnover.

Employee attitude on their general performance

According to Rahab Employee performance is mainly task relate activities and
their ability to undertake them as expected. In order for an employee to perform well the
manager should understand some factors that affect their employees and that which
motivates them to perform better this is because there are various factors that affect
employees’ performance. There are those who are motivated to perform better due to
intrinsic motivation, other work well good benefits and others due to favorable
environment.
Attitude is usually based on many factors that an employee brings to the
organization. When employees are in their workplace their attitudes will affect their
performance and motivation to work hard and help their organization achieve its goals.
Employee with positive attitudes were committed to ensure that organization achieves its
goals while the employees’ with negative attitude had inferior performance. Employees
attitude also affects their perceptions about their job and how their organization value
them. If an employee feels that the organization is working for really care about their
well-being, then the employee attitude will be positive but when an employee feels that
the management for the company in which is working for does not treat them as
important asset then their morale tends to go down, there may also be high turnover rate
and high absenteeism.
According to Imran (2014) the attitude of the line manager also had an adverse
effect on employee performance and their attitudes. It was also found out that the line
manager’s can influence their employee performance trusting and instilling a level of
confidence in them. According to yusif there are different attitudes that affect employees’
productivity in their work place which included employee engagement, job satisfaction,
employees’ theft, organization commitment, employee lateness and employee
absenteeism. Employees, engagement, job satisfaction and organizational commitment

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 influenced their performance negatively while organization commitment, employees’
theft and employee absenteeism influenced their performance negatively.

2.2 LITERATURE REVIEW

An employee is a person who works in the service of another person under an express or
implied contract of hire, under which the employer has the right to control the details of work
performance.
(Edwards 2003) described the relationship between employer and employee as a system
where both parties have common and divergent interest, this is a situation where employer and
employee communicate their requirement and views to one another in terms of agreement on
work related issues.
In a research carried out by (Edgar and Alan 2005)” they stated that effective HRM
policies and practices should be measured by their perceived quality, not simply by the number
of practices introduced”.
another important issue raised by (Mac Mahon 1996) is that, even in small firms where
the need for improved productivity is very important, reward systems was rarely tied to
productivity and performances, and also conflict between employer and employee tend to be rare
rather conflict was apparent on a personal level.
B.Holmes & Rae (2007) defined that an employer means legal entity that controls and
directs a servant or worker under an express or implied contract of employment and him or her
salary or wages in compensation Employers face many challenges within the workplace but
federal laws and regulatory agencies exist to ensure that employers’ are correctly operating under
the current laws and guidelines to protect employees’ from unfair or discriminatory actions.
Jennifer Schneider (2010When an employee has made a mistake, the employer should
act immediately. The faster dealing with a problem the faster it stops. Employee participation is
very important for the purpose by changing employee’s attitudes and improving the work
environment.

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 According to Cole (1997) organizations should acknowledge the supreme importance of
Formal communication channels in the organization, and ensure that adequate mechanisms exists
to stimulates and channel the exchange of information, suggestions, feelings and opinions
between management and employees.

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 According to Green Baum (1974) described four major purposes of organization
communication. He identified regulation purposes where communication is intended to ensure
that employee behavior is consistent with the goals of the organization. Seconds innovation
purposes whereby the organization seeks to change the way that things are done.
According to Torrington and Hall (1998) refers to the relationship between employees
and management as a framework of organizational justice consisting of organizational culture
and management style as well as rules and procedural sequence for grievance and conflict
management indeed, the objective of employee relationship is to achieve harmonious employee
relations and minimize conflict practices in employment.
According to Cutter buck (1993) also added by identifying some roles of
communication which they classify as task communication, Educational and motivational
communication.
According to SanmitaSivmishra (1987) Employee relationship refers to the relationship
between employees and management as a framework of organizational justice consisting of
organizational culture and management style as well as rules and procedural sequence for
grievances and conflict management indeed, the objective of employee relationship is to achieve
harmonious employee relations and minimize conflict practices in employment.
According to Smith Cranny (1978) Employee relationship techniques refers to
approaches which are used to make considerable differences. Which include the following,
Through monetary rewards, Improving the quality of working conditions plus job enrichment,
promotion, credits for work done and job security create relationships with employees.
According to DreherashBrez (1988) Employers must provide the employee with all his
rights in the workplace while the employee must fulfill his responsibilities as per the
employment contract. It is essential therefore that the rights and responsibilities of employees
and employers are known and understood. NERA provides the required information in a way
that can be understood by both groups
Savolainen (2000) also linked employer-employee relations with the aspect of leadership
and suggested three development strategies: 1)Trust building or participative strategy, 2)The
entrepreneurial cooperative strategy, 3)Negotiate strategy. Findings also revealed how
organization change or move towards a new workplace and the role of line managers.

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 Estenson (1999) describes employer-employee relations as a key ingredient in the
implementation of quality improvement

25
 Newell and Scarbrough (2002) posed different dimension on how organizations handle
issues of employee relation and on this basis four management style have been suggested:
• Sophisticated human relations: employees are viewed as the most valuable resource of
the organization, emphasis employees’ appraisal and extensive method of communication aimed
at enhancing employee loyalty and commitment. Trade unionism is discouraged. Many US
companies adopt this style.
• Consultative approach: this is similar to the first approach only those trade unions are
recognized. This style is mostly found in the European countries such as Germany
• Traditional style: employees are seen as a mere factor of production, it represents the
Taylors management approach. Unions are opposed.
• Constitutional style: this is similar to the traditional style only that unions are
recognized and accepted.

Solomon Markos et al.(2010), defined that the scope of the employee relationship are
very wide and broader in nature, which is strongly supported by the two way relationship
between management and employees. It is very true that the engaged employees are always
positive in all respect for the organization; such as employee retention, productivity, profitability,
customer satisfaction and safety etc.
Tamil selvan.R et al.(2010), studied the impact of industrial relation on employee
productivity which recognized that nowadays various new technologies and latest machineries
are being introduced in the market for the improvement in productivities, but the human input
towards the improvement in the productivity , economic growth and development is very- very
crucial factor which cannot be overlooked by organizations. The trade unions also plays an
important roles to make industrial environment conducive and with the objective of promotion of
productive efficiency, capitalism.
Francis C. Anyim et al. (2011), marked change of form, appearance, character of
collective bargaining especially at the time of economical recession. During the declining of
economy the recession is very big challenge to face by the management or the union, the
industrial harmony and industrial peace can only be achieved through the concept of effective
collective bargaining and win-win approach for both the parties.

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 CHAPTER III
DATA ANALYSIS AND INTERPRETATION

3.1 PERCENTAGE ANALYSIS AND INTERPRETATION

TABLE 3.1.1 TABLE SHOWING THE AGE OF THE RESPONDENT

AGE
Frequency Percent Valid Percent Cumulative Percent
Below 20 16 14.7 14.7 14.7
20-30 80 73.4 73.4 88.1
Valid 30-40 7 6.4 6.4 94.5
35-40 6 5.5 5.5 100.0
Total 109 100.0 100.0
Source (Primary data)

CHART 3.1.1 CHART SHOWING THE AGE OF THE RESPONDENT

INFERENCE

From the above table it is inferred that majority of the respondent 88.1% are
between 20-30 years of age6.4%are between 30-40 years of age,5.5% are between 35-40 years.

27
GENDER OF THE RESPONDENT

TABLE 3.1.2 TABLE SHOWING THE GENDER OF THE RESPONDENT

GENDER

Frequency Percent Valid Percent Cumulative Percent

Male 51 46.8 46.8 46.8

Valid Female 58 53.2 53.2 100.0

Total 109 100.0 100.0

Source (Primary data)

CHART 3.1.2 CHART SHOWING THE AGE OF THE RESPONDENT

INFERENCE

From the above table and chart, it is inferring that 46.8% respondent are female
and 53.2%respondent are male.

28
MARITAL STATUS OF THE RESPONDENT

TABLE 3.1.3 TABLE SHOWING THE MARITAL STATUS OF THE

RESPONDENT

MARITALSTATUS

Frequency Percent Valid Percent Cumulative Percent

Married 27 24.8 24.8 24.8

Valid unmarried 82 75.2 75.2 100.0

Total 109 100.0 100.0

Source (Primary data)

CHART 3.1.3 CHART SHOWING THE MARITAL STATUS OF THE RESPONDENT

INFERENCE

From the above table and chart, it is inferring that majority of 75.2% of the
respondent are unmarried and 24.8% are married

29
QUALIFICATION OF THE RESPONDENT:

TABLE 3.1.4 TABLE SHOWING THE QUALIFICATION OF THE

RESPONDENT

QUALIFICATION

Frequency Percent Valid Percent Cumulative Percent

10th 13 11.9 11.9 11.9

12th 11 10.1 10.1 22.0

UG 44 40.4 40.4 62.4

Valid
PG 29 26.6 26.6 89.0

IT/Diploma 12 11.0 11.0 100.0

Total 109 100.0 100.0

Source (Primary data)

CHART 3.1.4 CHART SHOWING THE QUALIFICATION OF THE

RESPONDENT

INFERENCE

From the above table it is inferred that the majority of the respondent 40.4% are UG,
26.6% of the respondent are PG, 11% of the respondent are IT/Diploma, 10.1% of the
respondent are 12th and 11.9%of the respondents are 10th.

30
EXPERIENCE OF THE RESPONDENT:

TABLE 3.1.5 TABLE SHOWING THE EXPERIENCE OF THE

RESPONDENT

EXPERIENCE
Frequency Percent Valid Percent Cumulative Percent
Less than 1year 55 50.5 50.5 50.5
1-4 years 37 33.9 33.9 84.4
5-10 years 9 8.3 8.3 92.7
Valid
10-15 years 5 4.6 4.6 97.2
more than 15 3 2.8 2.8 100.0
Total 109 100.0 100.0
Source (Primary data)

CHART 3.1.5 CHART SHOWING THE EXPERIENCE OF THE RESPONDENT

INFERENCE
From the above table it is inferred that the majority of the respondent 50.5% are less than
1 years, 33.9%of the respondent are between 1-4 years, 8.3%of the respondent are between 5-10
year, 4.6%of the respondents are between 10-15 years,2.8%of the respondent are more than 15
years.

31
SALARY OF THE RESPONDENT:
TABLE 3.1.6 TABLE SHOWING THE SALARY OF THE RESPONDENT

SALARY

Frequency Percent Valid Percent Cumulative Percent

10000-20000 66 60.6 60.6 60.6

20000-30000 26 23.9 23.9 84.4
30000-40000 9 8.3 8.3 92.7
Valid
more than
8 7.3 7.3 100.0
50000
Total 109 100.0 100.0
Source (Primary data)

CHART 3.1.6 CHART SHOWING THE SALARY OF THE RESPONDENT

INFERENCE
From the above table it is inferred that the majority of the respondent 60.6%are 10k-20k,
23.9% of the respondent are 20k-30k, 8.3% of the respondent are 40k – 50k, and 7.3% of the
respondents are 40k-50k.

32
EMPLOYEES TREAT EACH OTHER WITH RESPECT TABLE

3.1.7 TABLE SHOWING THE EMPLOYEES TREAT EACH OTHER

WITH RESPECT OF THE RESPONDENT

Employees treat each other with respect

Frequency Percent Valid Percent Cumulative Percent

yes 103 94.5 94.5 94.5

Valid no 6 5.5 5.5 100.0

Total 109 100.0 100.0

Source (Primary data)

CHART 3.1.7 CHART SHOWING EMPLOYEES TREAT WITH EACH

OTHER WITH RESPECT OF THE RESPONDENT

INFERENCE

From the above table and chart, it is inferring that majority of 94.5%of the
respondent are yes and 5.5% are no

33
DO YOU FEEL LIKE YOU ARE PART OF ACOMPANY

3.1.8 TABLE SHOWING DO YOU FEEL LIKE YOU ARE PART OF

COMPNAY OF THE RESPONDENT

Do you feel like you are part of a team

Frequency Percent Valid Percent Cumulative Percent

Valid yes 96 88.1 88.1 88.1

no 13 11.9 11.9 100.0

Total 109 100.0 100.0

Source (Primary data)

CHART 3.1.8 CHART SHOWING DO YOU FEEL LIKE YOU ARE PART
OF COMPANY OF THE RESPONDENT

INFERENCE

From the above table and chart, it is inferring that majority of 88.1%of the
respondent are yes and 11.9% are no.

34
DO YOU BELIEVE YOUR ORGANIZATION IS ABLE TO REACH ITS
OBJECTIVE

3.1.9 TABLE SHOWING DO YOU BELIEVE YOUR ORGANIZATION IS

ABLE TO REACH ITS OBJECTIVE OF THE RESPONDENT

Do you believe your organization is able to reach its objective

Frequency Percent Valid Percent Cumulative Percent

yes 97 89.0 89.0 89.0

Valid no 12 11.0 11.0 100.0

Total 109 100.0 100.0

Source (Primary data)

3.1.9 CHART SHOWING DO YOU BELIEVE YOUR ORGANIZATION IS ABLE TO

REACH ITS OBJECTIVE OF THE RESPONDENT

INFERENCE

From the above table and chart, it is inferring that majority of 89.0%of the respondent
are yes and11.0% are no

35
ARE YOU SATISFIED WITH THE LEVEL OF COMFORT IN YOUR
PHYSICAL WORKPLACE

3.1.10 TABLE SHOWING ARE YOU SATISFIED WITH THE LEVEL OF

COMFORT IN YOUR PHYSICAL WORKPLACE OF THE RESPONDENT

Are you satisfied with the level of comfort in your physical

workplace
Frequency Percent Valid Cumulative
Percent Percent
yes 101 92.7 92.7 92.7
Valid no 8 7.3 7.3 100.0
Total 109 100.0 100.0
Source (Primary data)

3.1.10 CHART SHOWING ARE YOU SATISFIED WITH THE LEVEL OF

COMFORT IN YOUR PHYSICAL WORKPLACE OF THE RESPONDENT

INFERENCE

From the above table and chart, it is inferring that majority of 92.7%of the
respondent are yes and 7.3% no

36
CROSS TABULATION

TABLE 3.1.11 SHOW THE AGE VS TREATED VS ACTIVITIES VS

MEETING VS TEAM

Report
AGE All the Conducting Regular Do you feel
employees in events and meetings for like you are
the activities in all part of a
organization the employees to team
are treated organization discuss
equally will make about their
everyone to suggestion
mingle with
each other
Mean 2.13 2.25 1.94 1.06
Below N 16 16 16 16
20
Std.
.957 .775 .929 .250
Deviation
Mean 2.21 2.18 2.20 1.12
N 80 79 80 80
20-30
Std.
1.110 1.035 1.011 .333
Deviation
Mean 2.43 1.71 2.00 1.14
N 7 7 7 7
30-40
Std.
1.134 .756 1.155 .378
Deviation
Mean 1.67 1.67 2.33 1.17
N 6 6 6 6
35-40
Std.
.816 1.211 1.506 .408
Deviation
Mean 2.18 2.13 2.16 1.12
N 109 108 109 109
Total
Std.
1.073 .996 1.029 .326
Deviation

37
SOURCE (PRIMARY DATA)

CHART 3.1.11 SHOW THE AGE VS TREATED VS ACTIVITIES VS

MEETING VS TEAM

2.5

1.5

0.5

0
Below 20 20-30 30-40 35-40

All the employees in the organization are treated

equally

Conducting events and activities in the organization will

make everyone to mingle with each other

Regular meetings for all employees to discuss about

their suggestion

Do you feel like you are part of a team

38
INTERPRETATION
It is inferred that the most of the respondents in the age group 30-40 years somewhat
satisfied towards the statement all the employees in the organization are treated equally and
most of the respondents in the age group 35-40 years are neither satisfied nor dissatisfied
toward the statement all employees in the organization treated equally.
It is inferred that most of the respondent in the age group below20years somewhat
satisfied towards the statement conducting events and activities in the organization will make
everyone to mingle with each other and most of respondents in the age 30-40 years neither
satisfied nor dis satisfied towards conducting events and activities in the organization will make
everyone to mingle with each other
It is inferred that most of the respondent in the age group 35-40somewhat satisfied
towards the statement regular meetings for all employees to discuss about their suggestion and
most of respondents in the age group 20-30 years neither satisfied nor dis satisfied towards the
statement regular meetings for all employees to discuss about their suggestion
It is inferred that most of the respondent in the age group 35-40somewhat satisfied
towards the statement do you feel like you are part of team and most of respondents in the age
group below20 years neither satisfied nor dis satisfied towards the statement regular meetings
for all employees to discuss about their suggestion+

39
 TABLE 3.1.12 SHOWS THE EXPERIENCE VS PROBLEMS VS JOB
DEVELOPMENT VS EMPLOYEE OPINION VS OBJECTIVE

Report
EXPERIENCE Managers Employee and The Managers Do you
talks employer have takes the believe your
continuously the ability to employees organization is
with the creativity, opinion able to reach
employees innovation and /suggestion its objective
about work job before making
problems and development decision
obstacles
Mean 2.00 2.06 2.33 1.07
Less than 1year N 55 54 55 55
Std. Deviation .745 .940 1.019 .262
Mean 2.38 2.11 2.08 1.16
1-4 years N 37 37 37 37
Std. Deviation .794 .843 .795 .374
Mean 2.11 3.00 2.11 1.11
5-10 years N 9 9 9 9
Std. Deviation 1.054 1.414 1.054 .333
Mean 1.40 1.40 1.40 1.00
10-15 years N 5 5 5 5
Std. Deviation .548 .894 .548 .000
Mean 1.67 2.00 2.33 1.33
more than 15 N 3 3 3 3
Std. Deviation .577 1.732 2.309 .577
Mean 2.10 2.12 2.18 1.11
Total N 109 108 109 109
Std. Deviation .804 1.002 .983 .314

SOURCE (PRIMARY DATA)

40
CHART 3.1.12 SHOWS THE EXPERIENCE VS PROBLEMS VS JOB
DEVLOPMENT VS EMPLOYEE OPINION

3.5

2.5

1.5

0.5
Managers talks continuously with the employees
about work problems and obstacles
Employee and employer have the ability to
creativity, innovation and job development
0
Less thanThe Managers
1year 1-4takes
yearsthe employees
5-10 years 10-15 years more than 15
opinion /suggestion before making decision
Do you believe your organization is able to reach
its objective

41
INTERPRETATION
It is inferred that the most of the respondents in the Experience 1-4years somewhat
satisfied towards the statement manager talks continuously with employees about the work
problems and obstacles and most of the respondents in the Experience 10-15 years are neither
satisfied nor dissatisfied toward the statement manager talks continuously with employees
about the work problems and obstacles.
It is inferred that most of the respondent in the Experience 5-10years somewhat
satisfied towards the statement Employee and employer have the ability to creativity,
innovation and job development and most of respondents in the less than 1years neither
satisfied nor dis satisfied towards conducting events and activities in the organization will make
everyone to mingle with each other
It is inferred that most of the respondent in the Experience more than 15years somewhat
satisfied towards the statement the manager takes the employee opinion /suggestion before
making decision and most of respondents in the years neither satisfied nor dis satisfied towards
the statement regular meetings for all employees to discuss about their suggestion
It is inferred that most of the respondent in the Experience more than 15years somewhat
satisfied towards the statement do you feel like you are part of team and most of respondents in
Experience10-15 years neither satisfied nor dis satisfied towards the do you feel like you are part
of team

42
TABLE 3.1.13 SHOW THE GENDER VS CULTURE VS CO WORKERS VS
RELATIONSHIP VS RESPECT
Report

GENDER Is the Your relation Maintaining a Employees

organization with coworkers friendly treat each other
culture is is peaceful relationship with respect
adaptable with the
coworkers for
longer period is
very difficult

Mean 1.92 2.00 2.16 1.10

Male N 51 51 51 51

Std. Deviation .891 1.020 .925 .300

Mean 1.90 1.88 2.22 1.02

Female N 58 58 58 58

Std. Deviation .718 .839 1.009 .131

Mean 1.91 1.94 2.19 1.06

Total N 109 109 109 109

Std. Deviation .800 .926 .967 .229

SOURCE (PRIMARY DATA)

43
CHART 3.1.13 SHOW THE GENDER VS CULTURE VS CO WORKERS
VS RELATIONSHIP VS RESPECT
2.5
2
1.5
1
0.5
0

Male Female

INTERPRETATION
It is inferred that the most of the respondents in the male somewhat satisfied towards
the statement is the organization culture is adaptable and most of the respondents in the female
are neither satisfied nor dissatisfied toward the statement is the organization culture is
adaptable
It is inferred that most of the respondent in the male somewhat satisfied towards the
statement your relation with coworkers is peace full and most of respondents in the female
neither satisfied nor dis satisfied towards your relation with coworkers is peace full
It is inferred that most of the respondent in the female somewhat satisfied towards the
statement maintaining a friendly relationship and most of respondents in the years neither
satisfied nor dis satisfied towards the statement regular meetings for all employees to discuss
about their suggestion

44
 It is inferred that most of the respondent in the male somewhat satisfied towards the
statement employees treat other with respect and most of respondents in female neither satisfied
nor dis satisfied towards the employees treat other with respect.

45
TABLE 3.1.14 SHOW THE QUALIFICATION VS SUPPORTIVE VS
SATISFACTORY VS COMMUNICATE
Report
QUALIFICATION Whether all Top Managers
employer and management communicate
employer are that involves freely with
supportive to employees in employees
each other the
organization
activities is
satisfactory
Mean 2.23 1.85 2.15
10th N 13 13 13
Std. Deviation 1.166 .987 1.068
Mean 1.91 1.82 2.00
12th N 11 11 11
Std. Deviation .701 .603 .894
Mean 2.27 2.16 2.18
UG N 44 44 44
Std. Deviation .949 .987 1.040
Mean 2.17 2.38 2.28
PG N 29 29 29
Std. Deviation .848 .979 .922
Mean 1.58 1.75 2.17
IT/Diploma N 12 12 12
Std. Deviation .669 .754 1.115
Mean 2.13 2.10 2.18
Total N 109 109 109
Std. Deviation .914 .942 .992

SOURCE (PRIMARY DATA)

46
CHART 3.1.14 SHOW THE QUALIFICATION VS SUPPORTIVE VS
SATISFACTORY VS COMMUNICATE

2.5

1.5

0.5

0
10th 12th UG PG IT/Diploma

Whether all employer and employer are supportive to each other

Top management that involves employees in the organization activities is satisfactory
Managers communicate freely with employees

INTERPRETATION
It is inferred that the most of the respondents in the UG somewhat satisfied towards the
statement whether all employer and employer are supportive to each other and most of the
respondents in the IT/diploma are neither satisfied nor dissatisfied toward the statement is the
whether all employer and employer are supportive to each other
It is inferred that most of the respondent in the PG somewhat satisfied towards the
statement top management that involves employees in the organization activities is satisfactory
and most of respondents in the IT/diploma neither satisfied nor dis satisfied towards the
statement top management that involves employees in the organization activities is satisfactory.
`It is inferred that most of the respondent in the PG somewhat satisfied towards the
statement managers communicate freely with employees and most of respondents in the 12 th
neither satisfied nor dis satisfied towards the statement towards the statement top management
that involves employees in the organization activities is satisfactory.

47
 3.2 STATISTICAL ANALYSIS & INTERPRETATION
CHI-SQUARE
3.2.1 EXPERIENCE VS SATISFIED WITH THE LEVEL OF COMFORT IN YOUR
WORKPLACE
H0: There is no significance difference between Experience with are you satisfied with the level
of comfort in you workplace.
H1: There is a Significance difference between Experience with are you satisfied the level of
comfort in your workplace.
3.2.1 THE BELOW TABLE SHOWS THE SIGNIFICANT VALUE OF EXPERIENCE VS
SATISFIED WITH THE LEVEL OF COMFORT IN YOUR WORKPLACE

Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square .854a 4 .931
Likelihood Ratio 1.416 4 .841
Linear-by-Linear
.145 1 .704
Association
N of Valid Cases 109
Source: (Primary data)

RESULT

Calculated significant value: 0.931

Significant level: 0.05

Therefore, the null hypothesis is accepted

INTERPRETATION

The significant level is less than the calculated value so we accepted H0.Hence it is concluded
that there is no significant difference between experience and level of comfort in your
workplace.

48
ANOVA
3.2.2 EMPLOYEES SUGGESTION VS DO YOU FEEL YOUR ARE A PART OF A
TEAM
H0: There is no significance difference between Employees suggestions with do you feel a part
of a team.
H1: There is a Significance difference between Employees suggestions with do you feel a part of
a team.
3.2.2 THE BELOW TABLE SHOWS THE SIGNIFICANT VALUE OF EMPLOYEES
SUGGESTION VS DO YOU FEEL YOUR ARE A PART OF A TEAM

ANOVA

Regular meetings for all employees to discuss about their suggestion

Sum of df Mean F Sig.

Squares Square

Between Groups .359 1 .359 .337 .563

Within Groups 113.990 107 1.065

Total 114.349 108

Source: (Primary data)

RESULT

Calculated significant value: 0.563

Significant level: 0.05

Therefore, the null hypothesis is accepted

INTERPRETATION

49
 The significant level is less than the calculated value so we accepted H0.Hence it is concluded
that there is no significant difference between Employees suggestions with do you feel a part of a
team.
FACTOR ANALYSIS
AIM

This tool has been applied on the following variable to identify the important influencing factors
under different dimensions. The factors considered for the analysis are experience during
interview process, rate your onboarding experience. Resource need to do my job successfully.my
goals are clearly defined, feel welcomed at precision, fit in precision company culture, my
interview experience, career path and growth opportunity, training courses to develop my career,
addressed my queries and shared feedback regularly , experience about orientation and induction
program, satisfaction level of your thoughts the employee onboarding provided by the company

3.2.3 THE BELOW TABLE SHOW THE COMPONENT MATRIX

Component

1 2 3 4 5

Managers seeks to strengthen and

.579 .306 -.024 -.049 .309
expand relations with employees

Managers talks continuously with

the employees about work .384 .348 .048 .140 .486
problems and obstacles

Managers communicate freely

.656 .205 -.361 .156 -.255
with employees

Employee and employer have the

ability to creativity, innovation .586 -.392 -.346 .186 .050
and job development

50
 The Managers takes the
employees opinion /suggestion .690 .127 -.320 -.331 -.021
before making decision

Organization accepts feedback

.722 .127 -.159 -.153 .076
from the employees

Regular meetings for all

employees to discuss about their .541 -.032 -.457 .080 -.116
suggestion

Do you think any

changes/improvement need to be .501 -.330 -.155 .132 .250
made in the existing practices

INTERPRETATION

From the communalities table and rotated component matrix table it is inferred that the following
factors are classified under different dimensions and identified as very important variables.

Dimension 1

 Organization accepts feedback from the employees

 The Managers takes the employees opinion /suggestion before making decision

 Managers communicate freely with employees

Dimension 2

 Employee and employer have the ability to creativity, innovation and job development

 Managers talks continuously with the employees about work problems and obstacles

 Do you think any changes/improvement need to be made in the existing practices

51
Dimension 3

 Regular meetings for all employees to discuss about their suggestion

 Managers communicate freely with employees

 The Managers takes the employees opinion /suggestion before making decision

Dimension 4

 The Managers takes the employees opinion /suggestion before making decision

 Employee and employer have the ability to creativity, innovation and job development

 Managers talks continuously with the employees about work problems and obstacles

Dimension 5

 Managers talks continuously with the employees about work problems and obstacles

 Managers communicate freely with employees

 Do you think any changes/improvement need to be made in the existing practices

52
CORRELATION

3.2.4 CO WORKERS VS FRIENDLY RELATIONSHIP

H0: There is no significant difference between coworkers with friendly
relationship.

H1: There is no significant difference coworkers with friendly relationship.

3.2.2 THE BELOW TABLE SHOWS THE SIGNIFICANT VALUE OF COWORKERS

VS FRIENDLY RELATIONSHIP

Correlations

Whether the Maintaining a

employees and friendly
employers are relationship with
satisfied with their the coworkers for
coworkers longer period is
relationship very difficult

Pearson Correlation 1 .227*

Whether the employees and
employers are satisfied with Sig. (2-tailed) .018
their coworkers relationship
N 109 109

53
 Maintaining a friendly Pearson Correlation .227* 1
relationship with the coworkers
for longer period is very Sig. (2-tailed) .018
difficult N 109 109

Source: (Primary data)

RESULT

Calculated significant value: 0.18

Significant value: 0.05

Therefore, the null hypothesis is accepted

INTERPRETATION

The significant level is less than the calculated value so we accepted H0.Hence it is concluded
that there is no significant difference between coworkers with friendly relationship.

54
 CHAPTER ІV

FINDINGS AND SUGGESTIONS

4.1 FINDINGS

 The respondent of 88.1% are between 20-30 years of age6.4%are between 30-40 years of
age, 5.5% are between 35-40 years.
 The majority of 46.8% respondent are female and 53.2%respondent are male.
 The Majority of 75.2% of the respondent are unmarried and 24.8% are married

 The respondent of 50.5% are less than 1 years, 33.9%of the respondent are between 1-4
years, 8.3%of the respondent are between 5-10 year, 4.6%of the respondents are between
10-15 years,2.8%of the respondent are more than 15 years.
 The respondent of 40.4% are UG, 26.6% of the respondent are PG, 11% of the
respondent are IT/Diploma, 10.1% of the respondent are 12th and 11.9%of the
respondents are 10th.
 The respondent of 60.6%are 10k-20k, 23.9% of the respondent are 20k-30k, 8.3% of the
respondent are 40k – 50k, and 7.3% of the respondents are 40k-50k.
 The majority of 94.5%of the respondent are yes and 5.5% are no
 The majority of 88.1%of the respondent are yes and 11.9% are no
 The majority of 89.0%of the respondent are yes and11.0% are no

55
  The majority of 92.7%of the respondent are yes and 7.3% no

4.2 SUGGESTIONS
 Provide mentoring and career development program to the management staffs

 Reward the employees in terms of bonus, incentives according to their performance.

 Allow employees to shape their own roles in the organization.

 Weekly team meetings can help to break down any communication barriers between
employer and employees by giving each team member an opportunity to talk openly.

 Set period at the end of one-on-one meetings to share ideas while they’re fresh.

56
4.3 CONCLUSION
“A study on EMPLOYER AND EMPLOYEE RELATIONSHIP MANAGEMENT in
MA-FOI FOUNDATION Private Limited”, Chennai from the duration of three months and by
analyzing the result, the conclusion arrived is that the majority of the respondents have agreed
with organization culture and relationship with employer and employees in the organization. The
study shows that MA-FOI FOUNDATION should plan and implement new policies for
improving the future growth of the organization of the employee.

57
 ANNEXURE

QUESTIONNAIRE
My Name is M.Benishia and I am pursuing my MBA course in DMI COLLEGE OF
ENGINEERING.As part of the curriculum, to do research on the Ma-foi. I need to ask some
important questions in this regard, I would be taking some of your valuable time. All information
provided by you shall be used for academic purpose only.
DEMOGRAPHICAL INFORMATION:
1. NAME (Optional):
2. AGE:
A) Below 20
B) 20-30
C) 30-40
D) 35-40
E) Above 40
3. GENDER:
A) Male
B) Female
4. EXPERIENCE:
A) Less than 1year
B) 1-4 years
C) 5-10 years
D) 10-15 years
E) More than 15 years.
5. SALARY:
A) 10000-20000
B) 20000-30000
C) 30000-40000
D) 40000-50000
E) More than 50000

58
6. MARITAL STATUS:
A) Married
B) Unmarried
7. QUALIFICATION:
A) 10th

B) 12th

C) UG

D) PG

E) IT/Diploma

8. Is the organization culture is adaptable?

A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
9. Your relation with coworkers is peaceful
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree

10. Maintaining a friendly relationship with the coworkers for longer period is very
difficult
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree

59
 11. All the employees in the organization are treated equally
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
12. Conducting events and activities in the organization will make everyone to mingle
with each other
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
13. Whether all employer and employer are supportive to each other
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
14. Are you satisfied with the organization safety measures?
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
` 15. Top management that involves employees in the organization activities is satisfactory
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree

60
16. Employees are keen to achieve the organization goals
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
17. Whether the employees and employers are satisfied with their coworkers relationship
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
18. Managers seeks to strengthen and expand relations with employees
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
19. Managers talks continuously with the employees about work problems and obstacles
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
20. Managers communicate freely with employees
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree

61
21. Employee and employer have the ability to creativity, innovation and job
development.
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
22. The Managers takes the employees opinion /suggestion before making decision.
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
23. Organization accepts feedback from the employees.
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
24. Regular meetings for all employees to discuss about their suggestion
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree
25. Do you change /improvement need to be made in the existing practices?
A) Strongly agree
B) Agree
C) Neutral
D) Disagree
E) Strongly disagree

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26. Employees treat each other with respect.
A) Yes
B) No
27. Do you feel like you are a part of a Team.
A) Yes
B) No
28. Do you believe your organization is able to reach its Objective.
A) Yes
B) No
29. Are you satisfied with the level of comfort in your physical workplace?
A) Yes
B) No

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 APPENDIX

BIBLIOGRAPHY
International refereed research journal.
David Allen and philbryant (2010), Managing employer and employee relationship management.
Tzafrir, S. S. (2005). The Relationship between Trust, HRM Practices and Firm
Performance. The International Journal of Human Resource Management, 16(9), 1600-1622.
Vineet, T., Sinha, S., & Bajaj, R. (2013). Employee Relationship Management: an
effective means to develop Public Sectors. Journal Search And Research, 4(3), 21-27.
Wargborn, C. (2008). Managing Motivation In Organizations - Why Employee
Relationship Management Matters. Saarbruecken: VDM.
Yongcai, Y. (2010). Employee Relationship Management of Small and Medium-sized
Enterprises.
International Conference on E-Business and E-Government. IEEE.
John E. Sheridan (1992) Organization Culture and Employee Relationship from
The Academy of Management Journal Vol. 35,No.5
Aedem.nl. (2008). Employee Relationship Management. Retrieved Octobor 20, 2013,
from Aedem Health &Performance:
http://www.aedem.nl/Vitality_Portal/
Employee_Relationship_ManagementMathur,Atuland Agarwal P.K .(2013), A study on Impact
of Employee Relationship
Debaawy, M. A. (2011). Employee Relationship Management “ERM”. Retrieved
November 2013, from wordpress.com: http://debaawy.wordpress.com/2011/01/ 74
Ramlall (2013),Apllied H.R.M.Research,2003,Vol 8,No.2 Pages 63-72
Strohmeier, S. (2013). Employee relationship management — Realizing competitive advantage
through information technology. Human Resource Management Review , 93–104.
Swarnalatha, C., &Prasanna, T. (2013). Employee Turnover in Health Care Industry
WEBSITES
 Wikipedia

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 Google
 Researchgate

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